Individual Assignment – 1

of

“Conflict Management and Negotiation Skills”

MBA FT – 2020-22

Submission Date: 12-04-2021

Submitted to: Submitted By:

Dr. Neeta Sinha Aditi Sharma

Roll no: 201103

CMNS Sec A

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 Acknowledgement
The satisfaction that accompanies the successful completion of any work would be incomplete without
mentioning few people who made it possible, whose constant guidance and encouragement crowned our
efforts with success.

I sincerely thank Prof. Dr Neeta Sinha, Institute of Management, Nirma University for providing me with
an opportunity to carry out this assignment and for her suggestions. I would also like to thank Mr.
Parmanand Sharma for providing information about their conflict in the organization without which this
assignment would not be possible.

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 INDEX

SR. No. TOPIC Page no.

1. Dimensions of Conflict‐Handling Intentions 4

2. Conflict Handling Case 5

4. How did they switch from one style to the other 6

as per the need?

5. Conclusion 7

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 Dimensions of Conflict‐Handling Intentions

1. COMPETING (emergencies) - “Win-Lose” Strategy - Assertive & Uncooperative.

2. COLLABORATING (integrative) - “Win-Win” Strategy - Assertive & Cooperative.
3. COMPROMISING (mod. priorities) - “Win-some Lose-some” Strategy - No clear winner or loser &
give-up.
4. ACCOMMODATING - “Lose-Win” Strategy (if you’re wrong) - Unassertive & Cooperative.
5. AVOIDING (trivial issues) - Withdrawal from the situation - Unassertive & Uncooperative.

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Name of the Organization- Life Insurance Corporation

Designation of the Person whom you interviewed- Parmanand Sharma (Branch Manager)

Designation/ Position of the parties involved in conflict – Rekha Bhargav (Administrator Officer) and
Pankaj Panwar (Policy Holder).

Conflict-Handling Case

Issue

Mr. Parmanand Sharma has seen various conflicts in his career. Conflicts between team members during
closing period (books of accounts for the current year has to be closed before starting of April), conflicts
between superior and subordinate and many more. One of the conflicts he told me was about the rude and
inappropriate behaviour of Rekha Bhargav towards the Policyholders. Whenever any Policyholder came
to the office and approach her for help. For example, help in form filling, asking about different policies
or solution regarding pending claims etc., she doesn’t entertain them nicely. Each and every time she is
used to taunt and fight with policy holders. She thinks and behaves like a lethargic government employee
who didn’t want to do anything apart from taking rest, drinking tea and talking over phone. This was
affecting other’s employee’s behaviour and Policyholders were also disappointed due to her
uncooperative behaviour. One day a policy holder named Pankaj Panwar visited the branch and asked her
about his pending claims. She yelled on him and start fighting with him and pointing out that if claims
were taken on time, then you don’t have to ask now and trouble us. She was very rude to him and without
listening to his side of story she concluded that the person was careless and deserved that rude behaviour.

RESOLUTION

Mr. Parmanand Sharma, the Branch Manager, intervened and asked Pankaj Panwar to tell his side of
problem. He told that during the claim period his father died due to heart attack and the whole family
were in a big shock after this tragedy. He started crying, asked for help by mentioning that he belongs to
lower middle class family and is very devastated from this situation. Mr. Parmanand Sharma immediately
calm him down after listening him and gave him a glass of water to drink. He then asked him to sit down
and told him about possible solutions and assured him that he will get his claim soon as per the rules and
regulations of the company. After solving his problem, Mr. Parmanand Sharma went to Rekha Bhargav
and warned about her rude and unkind behaviour which was unhealthy for both the employees as well as
policy holder of LIC. He said that this was not her first time behaving inappropriately, he has noticed her
many a times before but he avoided her. But this time she has crossed the limits and he felt that it’s high
time to warn her that if she would not improve her behaviour then he will make a mark on her feedback
form which could affect her promotion process.

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 How did they switch from one style to the other as per the need?
As at first Mr. Parmanand Sharma was avoiding the conflicts arises due to Mrs. Rekha’s behaviour and
took the matter casually. But after a certain point of time when he saw that her inappropriate behaviour is
affecting everyone including employees itself then he decided to shift his conflict management style from
AVOIDING to COMPETING.

He used Competing Style because:

1. quick and decisive action is vital in this kind of Situation.

2. the issue is vital to the organization’s welfare.
3. he knows he is right.

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 Conclusion
Rather than suppressing or avoiding disputes, a manager should efficiently handle them. To get to the root
of a problem, a manager needs to ask 'What?' and 'Why?' rather than 'Who?' Many issues can be found
and solved in the process of resolving disputes by eliminating barriers and creating a new atmosphere
conducive to individual development. Conflicts can be harmful if they are not handled properly, as they
waste a lot of energy and time, as well as create friction, which decreases efficiency and innovation for
those involved.

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